The Wiley–Blackwell Handbook of the Psychology of Leadership, Change, and Organizational Development

This authoritative Wiley–Blackwell Handbook of Organizational Psychology title focuses on leadership, change and organizational development. The editors have drawn on their collective experience in collating thematically–structured material from leading writers based in the US, Europe and Asia.

Coinciding with growing international interest in the applications of psychology to organizations, the work offers a unique depth of analysis from an explicitly psychological perspective. Each chapter includes a detailed literature review that offers academics, researchers, scientist–practitioners and students an invaluable frame of reference. Coverage is built around competencies set forth by regulatory agencies including the APA and BPS, and includes leadership and employee well–being, positive psychology and Appreciative Inquiry, organizational creativity and innovation, and leadership–culture fit.

About the editors vii

About the contributors ix

Foreword xv

Series preface xvii

Railway Children xix

1 The Role of Psychology in Leadership, Change, and Organization Development 1
H. Skipton Leonard, Rachel Lewis, Arthur M. Freedman, and Jonathan Passmore

Part I Leadership 13

2 A critical review of leadership theory 15
Beverly Alimo–Metcalfe

3 Evidence–based management and leadership 49
Rob B. Briner and Neil D. Walshe

4 Psychodynamic issues in organizational leadership 65
Manfred F.R. Kets de Vries, Elizabeth Florent–Treacy, and Konstantin Korotov

5 Do I trust you to lead the way? Exploring trust and mistrust in leader follower relations 89
Michelle C. Bligh and Jeffrey C. Kohles

6 Leader culture fit: aligning leadership and corporate culture 113
Gary N. Burns, Lindsey M. Kotrba, and Daniel R. Denison

7 When leaders are bullies: concepts, antecedents, and consequences 129
Ståle Einarsen, Anders Skogstad, and Lars Glasø

8 Leadership and employee well–being 155
Emma Donaldson–Feilder, Fehmidah Munir, and Rachel Lewis

9 Transformational leadership and psychological well–being: effects on followers and leaders 175
Kara A. Arnold and Catherine E. Connelly

10 Making the mindful leader: cultivating skills for facing adaptive challenges 195
Jeremy Hunter and Michael Chaskalson

11 The future of leadership 221
David V. Day and John Antonakis

Part II Change 237

12 The History and Current Status of Organizational and Systems Change 239
H. Skipton Leonard

13 Positive psychology and appreciative inquiry: the contribution of the literature to an understanding of the nature and process of change in organizations 267
Stefan P. Cantore and David L. Cooperrider

14 P articipation and organizational commitment during change: from utopist to realist perspectives 289
Rune Lines and Marcus Selart

15 Developmental Approaches for Enhancing Organizational Creativity and Innovation 313
Jane Henry

16 Individual readiness for organizational change 331
Myungweon Choi and Wendy E.A. Ruona

17 Towards an integration of stage theories of planned organizational change 347
Janice M. Prochaska, James O. Prochaska, and Dustin Bailey

18 Culture and change in developing Western countries 357
Anthony Montgomery

Part III Organizational Development 379

19 A Critical Review of Organization Development 381
Bernard Burnes

20 The application of systems theory to organizational diagnosis 405
Arthur M. Freedman

21 Organizational–development research interventions: perspectives from action research and collaborative management research 443
David Coghlan and A.B. (Rami) Shani

Index 461

H. Skipton Leonard is a Faculty Member in the Carey Business School at Johns Hopkins University, USA, and lectures in organizational assessment and communications at George Washington University, USA. The author of numerous books, chapters and articles, he is executive director of the non–profit World Institute for Action Learning, devoted to leadership and organizational development worldwide.

Arthur M. Freedman is Adjunct Professor in the MBA/OD program at the Carey Business School, Johns Hopkins University, USA. A licensed consulting organizational psychologist, he is co–founder of the World Institute of Action Learning and has been consulted by organizations globally. His books and articles include the co–authored Action Learning for Developing Leaders and Organizations (2009).

Rachel Lewis is Senior Lecturer in Business and Occupational Psychology at Kingston University, UK, where she is also director of the Affinity Health at Work consultancy. She is the co–author of Preventing Stress in Organizations: How to Develop Positive Managers (Wiley–Blackwell, 2011), as well as numerous peer–reviewed articles. She specializes in leadership, management, and employee well–being.

Jonathan Passmore is one of the UK s foremost leadership coaches with a wealth of private sector and academic experience. His prolific research, writing, consultancy, and worldwide speaking engagements have made him a recognized authority on coaching and organizational change. His many books and articles include the best–selling text Excellence in Coaching (2006).